Information Chaos vs Information Oportuniy

8/15/2019 Information Chaos vs Information Oportuniy

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By John Mancini, AIIM President

I’m reading The Challenge of Information Chaos. Share it with:

THE information challenge for the next decade

Information

ChaosInformation

Opportunity

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The Challenge of

Information Chaos34 immediate actions to meet the

business challenge of the century

The game has changed. Information is the world’s new currency. Read just

about any business publication and you will quickly conclude that how an

organization manages its information assets is now just as fundamental a source

of competitive differentiation as how it manages its physical assets, its human

assets, and its financial assets.

Everything, every process, is being re-imagined. According to Gartner senior

vice president Peter Sondergaard: “Every budget is an IT budget. Every

company is an IT company. Every business leader is becoming a digital leader.

Every person is becoming a technology company. We are entering the era of the

Digital Industrial Economy.”

You probably were expecting a “but.”

Here it comes.

Information is everywhere and it is poorly (if at all) managed. Amidst all of this

opportunity, organizations are drowning in a sea of content and information.

File servers are overflowing and multiplying, making it difficult for anyone to

find anything. Information is leaking out of the organization at every turn. Ifinformation silos in our existing solutions weren’t bad enough, we now have

our content popping up in

new silos in cloud applications

that are beyond the reach of

our conventional information

governance frameworks (and

that’s even assuming our

employees are using a company-

approved cloud provider and not

their own).

Content and information is coming at us at breakneck speed in an ever-changing array of formats and as Frank Baum might say if he were writing

the Wizard of Oz today, “on PCs and laptops and tablets and phones, oh my!”

Organizations are struggling with the cost of legacy Systems of Record and

fearful of the loss of control that’s represented by new Systems of Engagement.

Information Chaos reigns supreme.

What Is Information

Chaos?Information (documents, emails,

videos, podcasts, voicemails, texts,

tweets, Facebook posts, LinkedIn

conversations, customer analytics,

etc.) surrounds us. We rely on this

information for entertainment and to

do our jobs. Access by employees

to information and manipulation

by companies of their customer

information to serve customer needs

is THE competitive advantage today.

Better information equals better

results.

The problem? That information

is everywhere and not always

managed effectively. By managed

we mean channeled towards

some business outcome. We use

the phrase “Information Chaos”

to describe this ongoing and

accelerating state of massive

information disruption.

This paper outlines the three

tectonic trends that are shaping

the world (Consumerization, Cloud

and Mobile, and the Changing

Nature of Work) and the four

questions surrounding information

INSIGHT, TRANSFORMATION,

ENGAGEMENT, and RISK that

must be answered in the context of

these trends. We conclude with a

proposal for 34 actions companies

can take to begin channeling their

information into true business

advantage.

It’s going to be a wild ride. Join us.

While social technologies by

themselves will not disrupt rigid

hierarchies (organizational culture,

after all, is the trump card), they

can be a rapid accelerator for

organizations committed to becoming

flatter and more agile.












In the face of this massive change, CIOs are increasingly under siege. There

clearly is no more vulnerable place to be than CIO at a major organization – one

newly appointed CIO told me “CIO” ought to stand for “Career Is Over.” Per the

Harvard Business Review, The Economist, Corporate Executive Board, Intel,TNS Global, here are some perspectives of CEOs about their CIOs:

n Almost half of CEOs feel IT should be a commodity service purchased as

needed.

n Only a quarter of executives feel their CIO is performing above his or her

peers.

n Almost half of CEOs rate their CIOs negatively in terms of understanding

the business and understanding how to apply IT in new ways to the

business.

n 57% of executives expect their IT function to change significantly over the

next three years, and 12% predict a complete overhaul of IT.On the one hand, in the Digital Industrial Economy, Information is the world’s

new currency. On the other, Information Chaos reigns supreme.

Welcome to the new game.

How Did We Get Here? The Impact of

the Three DisruptersThree major disruptors are simultaneously colliding. This overlapping collision is

transforming the world.

1. Consumerization: transforming what users expect from applications.

2. Mobile and Cloud: leading to an expectation of anywhere, anytime

access.

3. Changing Nature of Work: forcing organizations to think flat and agile,

not hierarchical and slow.

Managing the Information Chaos created by the volume, variety, and velocity

of information and content from these disrupters is THE business challenge of

the next decade (at least). Here’s why each of these is so disruptive to how we

manage information.












Consumerization: transforming what

users expect from applicationsWe are in an era of massive decentralization of technology resources and

a massive increase in the talent available to use those resources. In Digital

Disruption: Unleashing the Next Wave of Innovation , Forrester’s James McQuivey

looks at the four major factors necessary for massive disruption:

1. “A computer? Check.

2. An Internet connection? Check.

3. A programming language and SDK? Check.

4. A friction-free platform for distributing and making money…? Check.”

What this means is that how

we look at applications inthe enterprise, how we buy

enterprise technology, and how

we deploy enterprise systems

are all changing simultaneously.

There are more sources of

innovation available in more

places in the world than ever

before, and the era in which organizations could exclusively depend on their

internal IT resources as a source of competitive advantage is at an end.

It wasn’t that long ago that complex enterprise systems were the exclusive

domain of a limited number of vendors who delivered complex and expensivesolutions to a relatively limited number of primarily large customers. That’s all

changed. SaaS companies like Salesforce.com, Workday.com, Marketo.com,

and Basecamp.com have totally revolutionized the market for enterprise-scale

solutions.

The assumption that many business people now have is that solutions can

be delivered as seamlessly and as simply as consumer-based solutions are

delivered in our private lives. This isn’t fair – and it certainly isn’t this simple –

but that is the assumption. As organizations increasingly confront information

management challenges that begin with paper and end somewhere in the cloud,

the potential for increasing Information Chaos intensifies.

There are more sources of innovationavailable in more places in the world

than ever before, and the era in

which organizations could exclusively

depend on their internal IT resources

as a source of competitive advantage

is at an end.












Mobile and Cloud: leading to an

expectation of anywhere, anytime accessCloud and Mobile are the two great technology steroids. They change

everything. They change our expectations of where we can work, when we can

work, with whom we can work, and on what devices we can work.

According to Portio Research (March 2013), 1.2 billion people worldwide were

using mobile apps at the end of 2012. This is forecast to grow at a 29.8% each

year, to reach 4.4 billion users by the end of 2017. Much of this growth will

come from Asia, which will account for almost half of app users in 2017.

There has also been a revolution in the platforms we use to host content and

processes. According to ABI Research (March 2013), 56 billion smartphone

apps will be downloaded in 2013. By operating system: 58% will be Google

Android; 33% Apple iOS; 4% Microsoft Windows Phone; 3% BlackBerry.This can’t help but influence

how we ultimately think about

Enterprise applications. Gartner

(April 2013) predicts that by 2017,

25% of enterprises will have an

enterprise app store. They also

note, “Apps downloaded from

public app stores for mobile

devices disrupt IT security,

application and procurement strategies. Bring your own application (BYOA) has

become as important as bring your own device (BYOD) in the development of a

comprehensive mobile strategy.”

A new generation of knowledge workers brings radically different perceptions of

how individual employees connect with enterprise systems. Per the CISCO 2012

Connected World Technology Report, “For the ‘always-connected’ generation, a

single mobile device will do, whether it is a personal device or a company-owned

device, which creates challenges for the IT managers who must safeguard

company assets and information.” Our own research reveals that two out of five

workers under age 30 say their company’s policy forbids them to use company-

issued devices for non-work activities; however nearly three out of four (71%) say

they don’t always obey those policies. Organizational policy has not yet caught

up operational reality. In 50% of organizations, employees are encouraged to use

social tools in relation to their job, but in half of these – 26% – no guidelines aregiven for how they should accomplish this. (AIIM, Social in the Flow).

Cloud technologies work in a constantly reinforcing loop with mobile

technologies to disrupt the way we traditionally think about information

management.

There is a tendency to think about the Cloud purely in terms of cost savings.

However, as Forbes’ Joe McKendrick points out, “IT cost savings and speedier

deployment are but a brief prelude to the main story. It’s only the first 10%. The

remaining 90% is what happens to the business itself. It’s the transformation,

As organizations increasingly

confront information management

challenges that begin with paper

and end somewhere in the cloud,

the potential for increasing

Information Chaos intensifies.


http://www.portioresearch.com/en/blog/2013/fast-growth-of-apps-user-base-in-booming-asia-pacific-market.aspx


http://www.abiresearch.com/press/android-will-account-for-58-of-smartphone-app-down



http://www.gartner.com/newsroom/id/2334015

http://www.aiim.org/Research-and-Publications/Research/Industry-Watch/Social-Processes-2012






http://www.gartner.com/newsroom/id/2334015










enabling it to react to market opportunities, communicate and collaborate

internally and externally, design and test new products, and become more agile.

This ‘second chapter’ to cloud will produce far greater, but far more intangible,

benefits.”

According to Geoffrey Moore,

“SaaS [software-as-a-service]

frees us all from the tyranny of

the product release business

model. Yes, with SaaS there is

some level of ongoing disruption

that you must cope with both

within IT and with your user

base, but please, do not even

mention that in the same breath with the kind of burden the product release

model imposes. Instead, thank your lucky stars you are getting innovation that

you are paying for when you are paying for it. It is current, and so are you. This

is huge!”

The challenge, of course, in all of this is that mobile and cloud technologies

increase the volume, variety, and velocity of information in our organizations –

and heighten Information Chaos in the short term.

Changing Nature of Work: forcingorganizations to think flat and agile,

not hierarchical and slowAccording to the BusinessDictionary.com, a flat organization is one “in which

most middle-management levels and their functions have been eliminated, thus

bringing the top management in direct contact with the frontline salespeople,

shop floor employees, and customers.”

The flattening of hierarchies is accelerated by Consumerization and cloud

and mobile technologies. In Throwing Sheep in the Boardroom: How Online

Social Networking Will Transform Your Life, Work and World, Matthew Fraser

and Soumitra Dutta, two professors at INSEAD, talk about how corporations

are evolving from a traditional pyramid set-up to a much flatter network

one. “Network organizations are generally characterized by informal trust

networks,” the authors write. Their employees are “intrinsically motivated based

on personal satisfaction…The advantage of network organizations is their

adaptiveness and capacity to innovate when faced with change and uncertainty.

. . . Network organizations, needless to say, are the habitat of Web 2.0 social

media.” (quoted from Forbes, 2/2/2011).

By combining content and

processes in new and unexpected

ways, organizations can

dramatically mitigate risk; reduce

process costs; better engage with

customers, employees, and partners;

and transform information into insight.












Per Jason Fried, co-founder of 37signals, a Chicago-based software firm, and

co-author of the book Rework: “We’re not big fans of what I consider ‘vertical’

ambition – that is, the usual career-path trajectory, in which a newbie moves

up the ladder from associate to manager to vice president over a number ofyears of service. On the other hand, we revere ‘horizontal’ ambition – in which

employees who love what they do are encouraged to dig deeper, expand their

knowledge, and become better at it. We always try to hire people who yearn to

be master craftspeople, that is, designers who want to be great designers, not

managers of designers; developers who want to master the art of programming,

not management.”

While social technologies by themselves will not disrupt rigid hierarchies

(organizational culture, after all, is the trump card), they can be a rapid

accelerator for organizations committed to becoming flatter and more agile. This

raises levels of Information Chaos as older and more rigid information workflows

are disrupted, without a clear picture of what will take their place.

34 Actions You Can Take to Get Control

of Information ChaosManaging the volume, variety, and velocity of information and content from

these disrupters – as both a valuable business asset AND a source of cost and

risk – is THE business challenge of the next decade. By combining content and

processes in new and unexpected ways, organizations can dramatically mitigate

risk; reduce process costs; better engage with customers, employees, and

partners; and transform information into insight.

The rules are changing.

The intersection of content and process over the past twenty years was best

summarized by this continuum:

Capture -> Manage -> Store -> Deliver -> Preserve.

In this world, much of the following was true...

n The focus of IT was on cost reduction.

n Senior executives were largely oblivious to technology, and IT was a cost to

be minimized.

n IT job security was found in system complexity.

n As mobile and social entered the world of systems of record, initially just

their sheer existence was a source of competitive differentiation.

n System implementations were long and paid for by capital expenditures

(CAPEX).

n Technical skills in and of themselves had value.

As a result of the disruptive power of Consumerization, Cloud and Mobile, and

the Changing Nature of Work, there is now a massive migration in progress.












The intersection of content and process in the world we are moving into is best

summarized by this new continuum:

Capture -> Analyze -> Engage -> Automate -> Govern.

In this new world, much of the following will be true:

n The central mission of IT is value creation.

n Senior executives are now technology aware. (Note that this is different

from technologically competent, but that’s another story.)

n The coin of the realm is now simplicity rather than complexity.

n We have quickly moved into an environment in which mobile and social

are becoming table stakes rather than differentiators in an enterprise IT

strategy.

n The desired purchase mode is by the drink rather than by the gallon –

operating expenses (OPEX) instead of CAPEX. Oh, and also don’t talk tome about implementation cycles longer than a quarter.

n The really desirable technology players are those with domain/technical

skills, but in a business context. Technology staff who can think more like

engineers (“How can I fit the pieces together for systems that we didn’t

necessarily invent here?”) have increasing value.

As we shift our frame of reference to the world that is ahead, four major

questions emerge for information professionals and the organizations they serve:

1. How do we manage the RISK of growing volumes of content?

2. How do we TRANSFORM our content-intensive business processes?

3. How do we use content to better ENGAGE customers, employees, and

partners?

4. How do we get any business INSIGHT out of all the information we are

gathering?

Managing the volume, variety, and

velocity of information and content

from these disrupters – as both avaluable business asset AND a source

of cost and risk – is THE business

challenge of the next decade.












Action Plan: RISKHow do we manage the RISK of growing volumes of content?

1. Look to your existing policies and seek to align your electronic recordspractices with those that you already have for physical records.

2. If you do not have an up-to-date Information Governance Policy that is

supported across the enterprise, kick-off a project to create one. Do not

consider this to be something for the records management or compliance

departments: look to set up an information governance committee with

representation from all areas of the business.

3. If you already have an Information Governance Policy but it is not being

enforced, determine ways to monitor compliance. Look particularly at the

implementation of deletion for electronic records beyond their retention

period, and see if this can be automated.

4. Ensure that new staff and existing staff are fully trained on compliance

with the policy.

5. Your Information Governance Policy needs to evolve over time to include

new media and new content types such as social content.

6. Raise the issue of the effect of managed retention on storage volumes.

Ask the question, “What if we continue to do nothing?” Consider using

automated agents to de-duplicate content and to reallocate metadata.

This will assist with retention enforcement.

7. Look for automated classification capabilities in your existing systems or

future purchases. These can make a big difference to user acceptability

and to the accuracy of indexing.

8. In particular, consider using auto-classification to deal with your email

archiving. Ensure you have clear policies in place, preferably ones that do

not rely on individual actions.

9. Don’t wait until you need an ediscovery process – you may be given a

short time limit. Have processes and mechanisms in place.












Action Plan: TRANSFORMHow do we TRANSFORM our content-intensive business processes?

10. Question long-held assumptions that paper is essential in your businessfor legal compliance. Research others in your industry. Consult your

auditors.

11. Highlight the role that paper-free processes can play in your key business

improvement initiatives.

12. Audit those existing processes that use scanning and electronic

workflows. Ensure that they are taking full advantage of the possibilities of

OCR, data capture, and integration with core enterprise processes.

13. Take a quick audit of where poor access to information is hurting the

business - trapped on paper, spread over file shares, locked up in

enterprise systems, or simply mobile-unfriendly. Use this to energize yourcontent management project. The more content you can converge into a

single, searchable, mobile-accessible system, the fewer other places you

need to go to solve the problem.

14. Take stock of your current enterprise content management (ECM) and

document management (DM) systems and consider migrating content

and consolidating. Modern auto-classification and migration products

can take much of the pain out of selecting which content to recover from

legacy systems, re-aligning the metadata on the way.

15. Physical signatures and legal admissibility are given as the biggest

paper-free concerns amongst staff, with Legal Counsel, and to an extent

Finance, being most resistant.

16. A great place to start is with these processes: HR, accounts payable, and

customer correspondence.

17. Consider whether any of your current ECM systems are truly fit for

purpose. lf they are limited in core functional areas OR are not well

matched to your specific industry requirements OR need massive

customization, then consider consolidating around a new, better-suited

system.

18. Look to integrate the ECM system with your other key enterprise or line-

of-business systems to provide a single sign-on access point, centralized

records management, and process integration.

19. lf you are unsure of your expertise, or need some external influence to

kick-start paper-free processes, consult a document process outsourcer

and tap into their experience in your industry.












Action Plan: ENGAGEHow do we use content to better ENGAGE customers, employees, and partners?

20. Define how social is relevant to your business. Consider internal andexternal social channels, and do not confine your thoughts to marketing

or corporate communications.

21. Map out exactly who within the organization is responsible for the various

types of social interaction.

22. Communicate with the Records Management team to categorize which

social content should be stored – then create automated mechanisms to

perform the task of taking that social content and turning it into suitable

enterprise records.

23. The most popular forms of internal social applications is staff

communication; with 51% planning to implement a company noticeboardor forum within the next 12 months. 37% of respondents see knowledge

sharing as a key part of that process. (AIIM, Social in the Flow)

24. Whatever the business use, ensure that you create guidelines and

policies that explain to staff and management:

a. Why the business has chosen to use social for this purpose.

b. How the user can contribute to this channel.

c. What forms of contribution are expected and acceptable.

d. The ramifications for failing to follow these guidelines. Ensure that

the HR department is involved in the creation of this section.

25. Explore how the deeper integration of social into your enterprise

processes can be of benefit and analyze each process from the

perspectives of:

a. Potential benefit of social integration.

b. The extent of the social community you wish to include.

c. Difficulty of integration – both technically and culturally.

d. Avoiding point solutions that cannot be widened to include other

applications.

e. Cost of integration and time to deploy.















Action Plan: INSIGHTHow do we get business INSIGHT out of all the information we are gathering?

26. Ignoring the “how” for now, imagine what piece of information, businessintelligence, customer understanding, or incident prediction would

transform your business. Does the data exist that you would need to

analyze in order to find this key parameter? Where is it?

27. If it is in-house, how accessible is it? Is it in a sufficiently clean and

managed state? Does it involve connecting more than one dataset

together?

28. If it exists outside of the business, how readily available is it? Would you

need to subscribe, or simply capture a publically available data-stream or

social feed?

29. If your content data is dirty, duplicated, or inconsistently tagged, considerusing a data cleaning or migration package to apply better policy rules.

30. Once you have the content data under management, look at automated

extraction of identifiers that you can use as keys to connect with

unstructured or transactional datasets.

31. Looking at the volume of the data you have identified, or the speed at

which you need to analyze it, or the complexity of textual analysis that you

require, do you need a stronger toolset than you already have?

32. Treat external (or internal) social media monitoring as a special case, and

discuss it with your PR team.

33. How will you acquire the skills needed to carry out the project? Usingexternal consultants will get you started but may not be cost-effective

in the long term. Recruiting new staff or training existing staff may work

better, but look for “data entrepreneurs” who can combine technical

skills with business acumen.

34. Consider how best to source suitable analytics tools. In-house

development around open source products could leave you reliant

on expert individuals. Purchase of a best-of-breed tool for a single

requirement may be the simplest way to solve your problem but will not

help others in the business with their needs. A productized analytics

toolset may be the best answer, particularly if it is well integrated with

your existing content and search systems.












Ready to move from Information Chaosto Information Opportunity?

Where Do You Start?

AIIM Training Will Improve Your Professional Knowledge.

n Enterprise Content Management Improve customer and staff engagement, ensure compliance, and

automate business processes.

n Business Process Management Map, design, and automate operational processes for your organization

using a combination of strategies, change management, and technologies.

n Taxonomy & Metadata

Optimize navigation, findability, and information discovery through content

classification.

n Information Governance

Create an information accountability framework that reduces costs,

manages risk, and optimizes value.

n Managing Records & eDiscovery with SharePoint 2013 Manage records, ensure compliance, and prepare for civil litigation

requests.

n Electronic Records Management Know what to keep and what to discard as volume, variety, and velocity of

digital information intensifies.

Start now withone of these sixcourses.


http://www.aiim.org/training














About John ManciniJohn F. Mancini joined AIIM in May 1996 as President. Prior to joining AIIM,

Mancini spent 11 years in various positions at the American ElectronicsAssociation in Washington, D.C., most recently as Executive Vice President

and Chief Operating Officer. He has also served as Executive Director of the

Foundation for Public Affairs. He holds a bachelor’s degree from the College of

William and Mary and a master’s degree from Princeton University.

Mancini is a frequent speaker at meetings and conferences throughout the

world on various topics focused on trends in the technology marketplace

and the evolving and expanding role of information professionals in helping

organizations build effective information management strategies.

Mancini blogs under the title “Digital Landfill”, is an active participant on

multiple social networks (usually as “jmancini77”), and of course, this paper.

John Mancini

President, AIIM

Follow John on:

Twitter @jmancini77

Linkedin www.linkedin.com/in/jmancini77

About AIIMAIIM (www.aiim.org) has been an advocate and supporter of information

professionals for nearly 70 years. The association’s mission is to ensure that

information professionals understand the current and future challenges

of managing information assets in an era of social, mobile, cloud, and big

data. Founded in 1943, AIIM builds on a strong heritage of research and

member service. Today, AIIM is a global, non-profit organization that provides

independent research, education, and certification programs to information

professionals. AIIM represents the entire information management community,

with programs and content for practitioners, technology suppliers, integrators,

and consultants.

1100 Wayne Avenue, Suite 1100, Silver Spring, MD 20910

Tel: 301.587.8202 Web: www.aiim.org

John Mancini,

President, AIIM


http://www.twitter.com/jmancini77


http://www.linkedin.com/in/jmancini77






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Information Chaos vs Information Oportuniy

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